Source · Select Committees · Public Accounts Committee
Recommendation 29
29
We found that our witnesses did not readily acknowledge the poor state of affairs of...
Conclusion
We found that our witnesses did not readily acknowledge the poor state of affairs of current procurement. The Chief Executive of Defence Equipment and Support told us that, while he did not pretend his programmes were perfect, there has been significant improvements in controlling their costs, making efficiencies and delivering to time.60 This is at odds with the Infrastructure and Projects Authority’s assessment of the Department’s performance, where, in its latest report, it rated the majority of large defence equipment projects as either red or amber.61
Government Response
Not Addressed
HM Government
Not Addressed
6.1 The government agrees with the Committee’s recommendation. Target implementation date: Autumn 2022 6.2 The department monitors progress of National Audit Office’s (NAO’s) Value for Money recommendations including Equipment Plan report recommendations. The status of the recommendations is reviewed annually. A summary of progress made on NAO and PAC recommendations is provided to the department’s Audit Assurance and Risk Committee (DARAC) on a quarterly basis. The department provided an update on the Equipment Plan PAC recommendations through refreshed Treasury Minutes published on 9 June 2022. One recommendation remains in progress under the Defence Equipment Plan 2020. 6.3 The department’s Acquisition Reform agenda includes work to promote critical acquisition behaviours and culture. This includes a ‘one team’ approach encouraging greater transparency on performance across organisational boundaries; applying judgement to tailor approaches based on ‘appropriate risk’ in support of timely evidence-based decisions; and embedding a ‘learning culture’. 6.4 Significant progress has been made in the use of management information, with data dashboards providing a single version of the truth being shared widely. 6.5 The department is forging closer links with industry through the Supplier Partnering Programme, to improve schedule alignment, risk and dependency management and management information sharing. 6.6 Further detail of progress with the recommendations and how this translates to changes to the plan will be provided as requested in the Autumn.